Leadership Development & Human Interaction Design: A cross-cutting approach to effective social change

1. Leadership Development &Human Interaction Design:A cross-cutting approach to effective social change A Vision for the M-Network March 2011

2. Our Theory of Change We believe there is a series of fundamental imbalances in the world of social change today To bring about the much needed balance among these drivers, we have chosen a different path – tofocus on two cross-cutting factors – as we work to bridge silos and improve the scale of our impact regardless of the cause. Today, there is significant focus on… But little focus on… Execution Ideas Individuals Teams Ownership Sharing Founding Improving Instruction Social and experiential learning Intention Capability We focus on… People Process …by offering Leadership Development Human Interaction Design

3. Our Vision in a snapshot Many organizations have a clear answer to the question of “What” they do – the rare few also have answer to the “Why”, “How”, and “Who”, contextualized within “Where” they exist. People • Who are we? • Network of community leaders from across interests, disciplines, and geographies Process How do we work? • Intentional and methodical in our approach; Driven by the guiding principles of our Evolving Manifesto Purpose Why do we exist? • To drive social impact by building a communityof high-capacity change agents cutting across geographies and disciplinessupported by effective organizational systems Program What do we offer? • Leadership Development and Human Interaction Design Place Where do we live and work? • Local communities across Canada

4. Purpose: Our Place in the World of Social Change Most organizations focus on CAUSES M-Network works with Process ORGS People and focuses on Purpose Developing Leaders Designing Human Interactions Legend Individual who cares Program Place Interactions Charities, not-for-profit, social profit, government, and business ORG Health, education, international development, etc CAUSE Regardless of the cause or organization, focusing on Leadership Development + Human Interaction Design will significantly improve the impact of social change efforts

5. People & Place: Creating Diversity of Perspective Large Local Hubs in: Local Hubs also in: Edmonton Montreal Toronto Vancouver From architects to photographers to environmentalists, our members are engaged in a plethora of causes and activities – our collective experiences form the unique and fundamental core of our network We are a network of over 4,000 community leaders from coast to coast who bring together a wide spectrum of expertise, interests, and experiences People Process • Calgary • Hamilton • Halifax • Kingston • London • Ottawa • Quebec City • Regina • Waterloo • Winnipeg Purpose Place Program

6. Program: Leadership Development & Human Interaction Design Offering Characteristics: Channels: online & face-to-face Engagement Levels: from passive monitoring to active participation to organizational (re)development Effort and Frequency: from low-effort high-frequency (continuous) to high-effort low-frequency (annual) Learning / Development Philosophy:strong bias towards social and experiential learning Busting Silos: connecting individuals across disciplines and geographies Beyond our Own Organization: aiming to share our lessons learned around People and Process with other organizations beyond the offerings to our members Process People Purpose Program Place

7. Program: Our Approach While each component of our approach can be found separately in many places, we believe that effective social change requires all of the pieces woven together as the primary focus Offering Module Because we believe Why they are not discrete pieces • A scholarship recognizes accomplishments, but it doesn’t create a community of support • A conference is a great way to connect people at a point in time, but not to build lasting relationships • Workshops provide a plethora of theory and resources, but don’t come close to learning from experiencing • Effective organizational systems look great on paper, but need people who have the desire and capacity to leverage them Identify Potential • A small number of people drive a disproportionately high % of impact Process People Recognize Accomplishments • There is no better way to reinforce positive actions and talk about how to do even better Purpose FosterRelationships Among Leaders • Change is driven and realized by the collective – not the individual • Crossing disciplines & geographical space Develop Capacity Through Experiences • The major gap today isn’t limited expertise in particular fields but a lack of leadership capacity across them Program Place Build Effective Organizational Systems • How we work together – from how we interact to how we decide – directly impacts how effectively we execute on our ideas Share Stats & Stories, Successes & Failures • Numbers (in)validate perceptions while stories put numbers into perspective • Celebrating successes provides fuel for the journey while reflecting on failures keeps us from continuing blindsided

8. Program: What Leadership Development Means to Us LEADERSHIP: 4 Key Dimensions Self-awareness: Fundamental and the starting point for everything else – unless you understand yourself, you can’t truly understand much else Judgment: Organizations are a culmination of decisions – human, financial, and resource decisions which are often suboptimal due to lack of knowledge, experience, or perspective Relationships: Our world is premised on and operates through relationships War Stories: This is all about having gone through the roller coaster rides – sitting in a classroom or reading a book just doesn’t develop you the same way as real experiences of having tried and having learned DEVELOPMENT: Adult learning theory has consistently shown that… We plan to focus on that gap – to promote, drive, and live learning from others and through experiences, and to leverage existing instructional learning materials Self-awareness War Stories Judgment LEADERSHIP Relationships The WHow Factor - Proposed Vision for the M-Network

9. Program: What Human Interaction Design Means to Us With a belief that significant social change is driven and realized by the collective – groups, teams, etc – and not individuals, we think it is as important to focus on embedding intentionally-designed systems that act as catalysts and drivers of optimal behaviours and effective interactions – some examples of these systems include: • Feedback Mechanisms • Decision-making Structures • Organization Structures • Evaluation Frameworks Measure 2x3x4: Our Approach to Evaluation Frameworks “What gets measured gets done”: in too many organizations, we believe, there is a lack of focus on evaluation – and even when there is one, it often lack a holistic view; we suggest a simple yet comprehensive base framework with 24 metrics to build on: • 4 Stakeholder Groups: Your People, Your Clients / Customers, Your Funders / Shareholders, Your Community • 3 Dimensions for each stakeholder group: Process, Output, Outcome • 2 Metrics for each dimension + stakeholder group: Qualitative, Quantitative The WHow Factor - Proposed Vision for the M-Network

10. Process: Our Evolving Manifesto The 5 pillars of our Manifesto guide everything we do and are supported by 2 key enablers: Process People Purpose Place Program

11. Funding Sources We will aim to develop funds through each of the following channels with an approach grounded in our Evolving Manifesto: Membership Fees Individual Donors Swag sales Financially Sustainable M-Network Investing Organizations Awarding Organizations Event/Program Fees Client Organizations

12. From Vision to Reality: Executing on our Priorities • Recruit Programs Lead to design, develop, and deploy our offerings by September 2011 • Recruit heavily to establish Executive Team, Board of Directors and Advisory Circle by May 2011 • Develop and deliver M:Live, our online conversation platform, and the 1stNational Conference by June 2011 • Pursue funding opportunities to create a sustainable operating base for the organization by January 2012 • Share the Vision widely, internally and externally, to further refine and develop the concept and begin piloting our offerings